VROOM’S EXPECTANCY THEORY OF MOTIVATION

1. Why some employees are motivated to show up for work during a

snowstorm whereas others don’t make any effort to leave their home?
2. MOTIVATION- It’s the force that drives a person into action
3. This model is based on the assumption that man is a rational being and will
try to maximize his pay off
4. Choose the alternative that gives the most benefit
5. Motivation to work is strongly determined by individual perception that a
certain type of behavior will lead to a certain type of outcome and his
personal preference for the type of outcome
6. EXPECTANCY- Can I achieve that desired level of task performance?
Expectancy refers to the strength of a person’s belief that whether or not a
particular job performance is attainable
Management must discover what resources, training, or supervision the
employees need
7. INSTRUMENTALITY- what work outcomes will be received as a result of
the performance?
It's the belief that if you perform well then, a valued outcome will be received
I.e. “if I do a good job, there is something in it for me.”
Management must ensure that promises of rewards are fulfilled and that
employees are aware of that
8. VALENCE- how highly do I value work outcome?
It refers to the emotional orientation which people hold with respect to
outcomes or rewards
Management must discover what employees appreciate
9. THE EXPECTANCY THEORY QUESTION- if we trust this relationship
between expectation and outcome, then motivation people should come
down to 3 things-
 EFFORT- encouraging the belief that making more effort will improve
performance
 PERFORMANCE- encouraging the belief that a high level of performance
will bring a good reward
 OUTCOME- making sure that the reward is attractive
When these variables are high, we expect motivation to be high. The formula is
quite simple. The tricky part is creating and maintaining a strong link between
high effort and high performance.
10.WHAT CAN MANAGERS DO WITH THIS?
 In order to enhance the performance-outcome aspect, managers should use
systems that tie rewards very closely with performance
 In order to improve the effort-performance feature, managers should engage
in training to improve their capabilities and improve their belief that added
effort will in fact lead to better performance
11.APPLICATION-
 The main goal of expectancy theory is to yield the best possible outcomes.
So, in that sense, in order to receive maximum performance from
individuals' employers must use transparent systems that closely relate
rewards with performance.
 Another thing to consider is that the rewards offered must be desired by the
employees and the vital aspect is that the employee must believe that more
effort he puts in better the outcomes will be
12.SIGNIFICANCE-
 By selecting rewards that suit employee preferences and tying those rewards
to work that best supports organizational objectives
 For e.g. a company might pay cash bonuses to reward exemplary customer
service or breakthroughs in research
 In addition, if workers understand the basis of the rewards and are capable of
achieving the desired results, they are more likely to be motivated to exhibit
preferred employee behaviors
 If the company provides training that boosts employee confidence in their
ability to accomplish desired tasks, it’s even more likely employees will be
motivated to complete their assigned duties
13.If you want to join the executive team of your company, the 1st step to
motivate yourself is to verify that you actually want the goal. If so, it’s time
to sit down and choose a plan that results in you earning a C-level position.
Then, once the plan is in place, you need to execute that plan, learning new
skills along the way that will help you achieve your goal of executive
leadership.